The newly appointed Management Committee of Clariant’s Global Business Services Organisation (GBS) had to act as a real team as from day one. To cope with this challenge they embarked on a 10 months high performing team journey.

Bouygues Construction wanted to modernize their managerial practices and behaviours in order to adapt to new expectations and leadership methods with the goal of contributing to a better quality of life at work, harmony and team performance.

Bouygues Construction wanted to modernize their managerial practices and behaviours in order to adapt to new expectations and leadership methods with the goal of contributing to a better quality of life at work, harmony and team performance.

SBM Offshore wanted to make its leadership culture stronger by enabling the transformation of the company from a very technology-driven perspective into a more robust leadership value-based culture. 160 senior leaders participated in the international cross-border leadership programme (LMD) and an additional 450 managers were enrolled in a similar training process.

Roche and Krauthammer co-designed and developed a modular sales training concept based on one-day training sessions. All training programmes are now geared to the “Roche way of customer engagement”, a framework defining observable criteria for sales behaviour. Roche and Krauthammer are continuously enhancing this programme to improve agility and customer focus.

One of KONE’s targets is to make the company a great place to work by fostering a diverse workforce. But due to its technical environment it’s still a challenge for KONE to drive gender diversity, especially in the different management layers. In response to this challenge KONE BV initiated a development programme exclusively for female employees.

VIVESCIA Agriculture needed the engagement of their managers for the implementation of a new strategic plan. At the same time, the Executive Commitee felt the need to assess their own team practices. The customised "High Performance Team" programme helped to build a mature management team that shared their commitments and monitoring indicators with all of their managers.

AkzoNobel Performance Coatings launched a strategy of growth with implications for the sales force. A global sales management training was needed to not only communicate the changes taking place, but also to train sales managers with skills they need for their redefined role.

As global leader in hearing solutions Amplifon has more than 12,500 employees in 22 countries. The company’s unique selling point is the value it creates for its customers through superior customer care. Yet, Amplifon saw the need to change its customer approach by further improving its people's clinical and customer oriented skills to be “next to the client”.

André Koch wanted its sales force and back office to increase their customer orientation. Two learning journeys were designed: a sales workshop, and a programme for the back office focusing on telephone skills.

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